• Liked Venkatraman L
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    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

  • Liked Ravichandran Jv
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    Agile certified success

    Ravichandran Jv
    Ravichandran Jv
    schedule 3 years ago
    Sold Out!
    90 mins
    Case Study
    Advanced

    Software Development techniques cannot be enforced so how can an organization benefit from a decision to go Agile?

    Will simply advertising a company as an Agile company do?

    What are the internal policies, structural changes that an organization needs to fully realize the benefits of Agile?

    My session will cover the various organizational policy implementations required to fully realize the benefits of Agile through policy guidelines.

    To demonstrate this will be a case study of an implemented project that had a development lifecycle without the necessary process checkpoints in the organizational polcies due to which attrition, lack of quality controls and subjective, "Faith-based bias in selecting and using methods... and ignoring "Generally-accepted practice ..." resulted in a "maintenance-nightmare" software.

    Policies are not implemented unless a good audit plan is in place and without good policies, adopting practices is usually only at a superficial level that is likely to crumble at the slightest challenge that may hinder a project's success.

  • Liked Hemant Gokhale
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    Scaling Agile at Organization level : Lean and Agile Love story

    Hemant Gokhale
    Hemant Gokhale
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Beginner

    Typical Agile journey of big organizations starts with experimenting with Agile with some initial agile readiness assessment and piloting with one or very small number and simple projects. And based on pilot project experience slowly taking it to other larger projects or across organization over a period of time. This initial pilot projects are typically small enough and get more than enough and ideal support as part of experimentation. E.g. dedicated team, different environment availability etc. But when organization starts scaling Agile all issues related to organization structure, portfolio management, Infrastructure availability etc. become major impediments since all these other areas or processes or not aligned to Agile way of thinking. Due to this many organizations limit their scope of agile adoption to simple projects with not much dependencies. In such cases organization really miss the benefit of true agile adoption by taking it to strategic level.

    One way of avoiding this problem is assessing the not just the software projects delivery for agile readiness but also look at all supporting processes/departments like Infrastructure, release management, Portfolio management, vendor management etc. during initial assessment for their agile readiness. We have used unique approach of combining Agile & Lean together for assessing entire Software Development lifecycle. Agile readiness was used for project execution lifecycle and Lean assessment for all supporting processes including portfolio management. This combined assessment clearly helped identifying not just the project specific risks for agile adoption at project level but more significantly also all other potential risks for scaling Agile. This combined approach then helped to define clear actionable items at project level and also at the organization level and provide roadmap which can help organization to implement agile at strategic level.

    In this presentation we will discuss this combined approach and how we can help organization to scaling agile right from beginning and significantly increasing chances of organization wide Agile adoption in short time.

  • Liked Chandan
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    Agile adoption and impact on organizational behavior and structure

    Chandan
    Chandan
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    Large organizations over a period of time usually become a fat because of complex process and slow in decision making process and so lost agility. Agile adoption brings many transformation processes into any organization. The way team response to the changes from recruitment to delivery, all team members has to pass through the transformation process to get the output. Every individual involve in the execution process has to transform for the agility process. Especially in distributed agile team impact is more towards the organizational structure and behavior.Geo political influences and resistance for effective agile deployment and impact on execution speed is very high in distributed team. Sales, marketing, executive strategist all are part of transformation process. Traditional model of business execution is not effective any more.

    All these demands organizational DNA changes for survivable.

    Traditional thinking cuase of lot disruption in agile deployment process.

    In this case study I will share real life story of an Agile project in Engineering organization like ABB which we have started working as a tranformation project for operational excellence from 2009 and how transformation process helped project and connected system in the organization to improve the situation.

  • Liked Venkatraman L
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    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

  • Liked Tathagat Varma
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    Agility @ The Scale of Busine$$

    Tathagat Varma
    Tathagat Varma
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    [24]7 Customer, Inc started out in customer service space from Bangalore in 2000. Today, it is a sucessful mid-size company in voice-based customer support that also creates IP and products in big data and predictive analytics for some of the biggest names in business, and is a a high-growth company headquartered out of US. The growth in product R&D happened both organically as well as from acquisitions across multiple geos. While the initial / startup stage processes had been extremely successful in building the company's strong foundation, it was felt that the next stage of growth might not be a linear extrapolation of the past successes. Recognizing this futuristic need, it initially embraced agile software development methods in Q1 of 2013 to improve responsiveness, predictability and time to market in the product development organization. In Q2 of 2013, it embarked upon an ambitious company-wide program. The charter was to establish an end-to-end execution framework to make the entire operations efficient and effective - right from marketing and pre-sales to delivery, deployment, operations and ongoing optimization. 

    In this session,

    • We will analyze challanges involved in scaling-up agile adoption outside the software team across the entire organization.
    • Specifically, we will also discuss how we addressed some of those unique challanges that are associated with growth and scale, and
    • What does it take to achieve true end-to-end agility. 
  • Liked Jerry Rajamoney
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    ScrumMaster Maturity Model

    Jerry Rajamoney
    Jerry Rajamoney
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    Learning Objective:

    The intention of this Model is to help organization / individuals to measure and improve the effectiveness of ScrumMasters in their role.

    For the Existing ScrumMasters:

    1. Helps the existing ScrumMasters to evaluate their current position in terms of their role maturity
    2. Helps the organization by providing the range of maturity level and helps the ScrumMasters to improve in their role maturity

    For Agile / Scrum Coaches:

    1. Helps the ScrumMasters to understand the position where he / she stands and what that really mean by providing the necessary insight
    2. Helps to find out the action items and coaching technique so that the ScrumMasters can move to the next level of maturity

    Expected Business Impact:

    1. This model can be used in a single Business Unit / across multiple business units as it will be generic.
    2. This model helps the ScrumMaster community in a single BU or across BU or across product lines to evaluate their position. It provides the path for ScrumMasters to improve and perform their work better

    Credits:

    ScrumMaster Maturity Model is developed by Mr. Brian M. Rabon, CST, PMP, President, The Braintrust Consulting Group, USA (http://braintrustgroup.com/). I have started working with him from this year beginning and tried this model as a case study with 8 scrum teams across 3 product groups in my organization (EMC Corporation, Bangalore).

    I have the first cut ppt readily available with data's and interpretation.

  • Liked Yashasree Barve
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    What Works and What Not! A Portfolio Lead Retrospects

    Yashasree Barve
    Yashasree Barve
    schedule 3 years ago
    Sold Out!
    20 mins
    Case Study
    Beginner

    Enterprises are complex, and so are the development groups within those. Being agile definitely enables the software development groups to deliver high value and high quality software with speed for even within an Enterprise.

    However legacy applications along with the overall Enterprise landscape pose its own challenges that are outside of the scrum framework to solve. Multiple Small scrum teams though working on separate applications need to be cohesive with a big picture. As a portfolio lead, who owns multiple applications and teams related to a portfolio within an Enterprise is a Chicken in scrum terminology. The expectation from the role is that of leader, scrum master as well as an Architect providing technical and functional oversight to the teams within the portfolio. The idea is to be a leader and not a manager in the true spirit of scrum.

    This session is about a retrospective of my work life as a Portfolio Lead who takes care of multiple scrum teams, and applications. I would like to speak about the top 3 challenges faced such as Scaling Production Support / Knowledge Retention for applications delivered through Scrum, Impact of Organizational Transformation initiatives on the scrum teams, and Multiple Stakeholder Expectations / Conflict Management through real life examples of my work. I would retrospect what I did, and discuss and debate what worked well, and what did not during this journey of mine.

  • Liked Yashasree Barve
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    Seven tales from an Ever-invigorating Agile Development Group

    Yashasree Barve
    Yashasree Barve
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The constant quest in one’s mind to find Nirvana, of excelling the way we work, is never ending. Starting to do scrum is only the beginning of 'Being agile'. 'Being agile' attributes to constantly re-inventing and improving the way we develop software.

    We would like to present a case study of a development group that has adopted agile, and not shied away from trying newer things to keep scrum adoption true to the spirit of agile. We would discuss seven most powerful initiatives we practised over last 6 years to keep our developers and business excited about being agile and maximizing business value delivered. These initiatives defined the way we constantly evolved, got the new joinees of this group into the culture of agility and ensured that we are relevant to the need of hour.

    This talk would comprise of motives behind thinking about these initiatives, vision, road map as well as the way we executed them by engaging our whole development group. We would also like to highlight challenges we faced, and the benefits we derived out of these initiatives.

  • Liked Tim Born
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    Scaling Agile/Scrum At An International Bank

    Tim Born
    Tim Born
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    Scaling agile practices across thousands of people around the globe is challenging on many dimensions, yet it can be done!

    Besides the usual problems with timezones, languages, colocation and cultural friction, what are the key issues that make or break agile at scale?

    The answers may surprise you, since they may not be obvious unless you have already been down this path before.  There is surprisingly little literature and precious little practical experience being shared from people who have successfully flipped large organizations to become more agile.